The Glasgow Group
Solution Focused
Project Management
Whitepaper – 1.0
Ujjwal Daga
9/5/2011
Contents
Accelerate project management changes .................................................................................................... 2
Introductory Topic - Project Management: What’s the opportunity in Solution Focus (SF)? ...................... 4
SF Approach to Agile Project Management .................................................................................................. 5
Managing project management changes the Solution Focus way ............................................................... 8
5 Ways to Envision a Project positively…and reach solutions faster .......................................................... 10
3 ways organizations can manage their marketing programs more effectively......................................... 12
Summary and Key Takeaways from the PM Interviews ............................................................................. 14
Additional Reading ...................................................................................................................................... 17
How can you engage? ................................................................................................................................. 17
Acknowledgements..................................................................................................................................... 17
About the author ........................................................................................................................................ 18
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Sponsored by Alan Kay The Glasgow Group
Accelerate project management changes
Scrum, Agile Project Management, Extreme Programming, Lean Development: What do each of these
methodologies offer that is different from the traditional project management methods?
Agile is here
Organizations, today, are pressed for quick deliverables and changing requirements. They place
a greater emphasis on becoming efficient through agile adoption. The agile project management
approach enables quicker releases, and provides more flexibility to be able to react to changing
requirements. It lets businesses deliver value to their customers in a more predictable fashion. In the
rapidly changing environment, the increasing adoption of Agile proves the fact that organizations are
looking for achievable short-term goals, and harness change for the customer’s competitive advantage.
Project management depends on strong skills in analysis, planning and organization, and
rigorous attention to the detail and processes that ensure activities are performed on schedule.
However, project management methodologies offer little practical guidance in how to motivate and
mobilize people to change.1
For an organization to improve their change management capabilities, they need to
 Engage the people with the change by getting them to buy into a vision for the change
 Plan the people side of change to gain their commitment
 Enable the project managers to become better coaches
The problem and the solution is in the people and processes; not in the tools and techniques.
According to a survey conducted by PM Tips in 2010, the biggest cause of project failures from
their experience has been Poor Communication – as selected by 40% of the survey responders. 26%
selected Poor Requirements/Planning as the top contributor to project failures. 15% selected Poor
Project Leadership. 11% indicated that Lack of Senior Management Support was the top contributor to
project failures.2
Where can we go from here?
To make project management even better, it is important to

1
2
Address the human element of the task-driven organizational productivity tools
http://www.changefirst.com/blog/2011/04/can-project-managers-make-great-change-agents/
http://pmtips.net/june-2010-pm-survey-results-managing-project/
2
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

Communicate the elements of traditional project management (such as budget, plan, risks,
constraints, negotiations, tools) more effectively
Leverage the power of coaching and learning from each other
How does Solution Focus (SF) help?
In an environment where Agile is a widely accepted practice, SF can benefit an organization’s Project
Management process in the following 5 key ways:





SF will help to build on the ongoing change and help clients identify and take small constructive
steps in the direction of the desired change
It can be used as the tool to achieve those small steps
SF can help in goal setting – development of meaningful short-term goals, enabling progress
towards the final goal
It can help in strength identification - identify the elements (strengths, abilities and resources) of
the desired future that already exist
SF can help to draw the clients into the process of change by asking the right questions and
thereby identify the desired change and discover the solutions
Leverage SF based coaching assistance to influence the power of coaching in project managers.
“Coaching is a highly effective management tool and yet, I have met only a small number of
project managers who adopt a coaching style when supporting their staff. The unfortunate truth
is that many project managers do not understand coaching and have received little or no formal
training. The benefits of coaching in a management context are significant:
3

Coaching encourages members of staff to think for themselves, which is empowering. A
spin-off benefit for the project manager is that if the member of staff finds their own way
with minimal advice they will not need to ask the same question next time, which will save
time and increase performance. It is a great investment.

Coaching enables diversity by allowing staff to achieve outcomes in their own ways, which is
often more effective than a known route recommended by their project manager.

Coaching allows underlying competency issues to surface. For example, you may ask
somebody on your project team questions and expect them to find solutions to a problem. If
they fail to answer a reasonable question you have the option of asking yourself why. Do
they need more experience or some personal development to enable them to find the
answers?”3
http://www.projectsmart.co.uk/why-project-managers-should-coach.html
3
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Introductory Topic - Project Management: What’s the opportunity in
Solution Focus (SF)?4
Most organizations have a comprehensive Change Management Plan to address the changes to scope,
schedule or budget of a project. Using this framework, the Project Managers try to quantify the impact
of the changes and make decisions accordingly.
However, to succeed, they also need to have a clear picture of what is it they want to accomplish,
engage the customers in the process, and address the ‘human side’ of change management. Steps
forward in these areas will supplement the existing change tools and protocols and utilize the best of
already working change approaches within the organization.
Projects initiate change and Project Managers can be considered as the change agents. We are seeing
many examples of organizations collaborating with change partners, also known as ‘change
management experts’ to facilitate the changes required to deliver projects. Solution Focus (which is the
approach in ‘Fry the Monkeys – Create a Solution’ can be used to accelerate the Project Management
changes – both strategic and human. It can help on a number of fronts:


Help the Project Managers create a vision of the preferred future by asking the right questions
Identify the elements (strengths, abilities and resources) of the desired future that are already
present
Help them take the small steps in the direction of the desired change, and achieve visible progress
right away
Seek innovative ways to engage the customers and external stakeholders
Enable the individual groups of silos to discover the common goals, collaborate on the key priorities
and arrive at shared solutions for change



What are your thoughts and comments on the emerging opportunity?
4
http://frymonkeys.com/project-management-what%E2%80%99s-the-opportunity-in-solution-focus-sf/
4
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SF Approach to Agile Project Management
Projects initiate changes, and organizations have matured project management
Accelerate Change
Solution Focus (SF) is a
smart, agile model for
change unique only in its
simplicity. It has been
around in various ways
for some time. What
makes it different and
more effective is the
framework, in which it is
practiced, namely:



What already
works?
What we want once
the problem goes
away?
What small steps
might get us moving
in that direction?
Today SF is helping
transform organizations.
Few change models can
be so easily adopted to
fit the special needs of
each situation.
methodologies and practices officially in place to achieve those changes.
There is an increased focus to improve these processes, in order to achieve
consistency, predictability, quality, repeatability, etc. The prevalence of CMMI and
other process improvement approaches, confirms that projects are becoming
increasingly process-oriented.
While these best-practices help guide the organizations down the path to
accomplish given tasks, they do not guarantee that the projects will deliver
business value to the customers, which is a key measure of project’s success.
For competitive advantage

Change needs to happen fast

Change needs to get buy in widely throughout the process

Organizations need to be nimble so that they can better manage and
adapt to the changes (that are going to happen anyway!)
Traditional methods of cascading changes top-down takes a lot of time and are
hard to enforce. Often, teams work in silos and resist change, which further slows
down progress of the project.
Ability to embrace changes and respond to changing business requirements is a source of competitive advantage
5
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Here are some questions that project managers might want to ask:
•
How can we plan the projects when the business requirements are unclear and complex?
•
How can we get a better understanding and agreement of what the end solution should be like?
•
What can we do to become better prepared to adapt to the changes?
•
How can we engage all project participants such that they are motivated and aligned?
•
What can we do to get things moving quickly and start noticing visible progress right away?
During the past decade, Agile has emerged as a popular project management methodology to answer these
questions. Here is a simple, iterative and collaborative SF framework to run projects using agile approach.
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By following the SF approach to agile project management, organizations can
Create strength-based organizations
by


Building on the existing strengths
and resources
Unleashing the brainpower of
many minds
Make teams more adaptable to
changes by






Favoring feedback and face-toface communication
Encouraging the team to selforganize within given constraints
Challenging the need of each
project document
Foster self-direction in teams by


Taking an exploratory approach
to finding the best solution
Helping the participants to
explore and work to their
strengths and abilities
Produce huge customer satisfaction
by
Sustain momentum and team
motivation by




7
Iterating through the process
Seeking feedback frequently
Removing ambiguity from
requirements
Enable effective discussions and
conversations in teams by
Involving the customers in the
planning phase
Seeking their perspective
throughout

Producing quick results
Celebrating small successes and
milestones
Overcoming resistance
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This
practical,
interactive
and
sustainable
framework
can
transform
your
approach to
projects.
Managing project management changes the Solution Focus way
Following are excerpts from a fascinating discussion on my LinkedIn group.
Organizations, today, are pressed for quick deliverables and changing requirements. Project managers
have to design and plan for projects under constant change, and they increasingly realize that more than
reaching remote milestones, projects are about what happens today, what happens tomorrow. In such a
rapidly changing environment, the increasing adoption of Agile, particularly in IT projects, testifies the fact
that organizations are looking for achievable short-term goals to be able to react to changing customer
requirements more flexibly. To adapt to the changes, it is also important that all project participants are
equipped to drive the changes themselves.
SF tools (specifically, the ability to ask SF questions) can help the project participants explore their
strengths and abilities, identify the project goals and accomplishments, and thereby discover the solutions
themselves. It can enable the team to become more resourceful and help them move quickly on a problem
by focusing on solution building. What we have is a team that is more self-organized and less dependent
on the project managers for solutions and inputs.
The one thing that stands out for me in terms of Solution Focus (SF) applicability is how it can be used to
mobilize the project participants towards change. Project managers, understandably, spend a major
chunk of their time and energy taking care of the practical issues related to project quality, deliverables
and timelines. In my opinion, it is equally important to deal with the people risks of the change process
and prepare them for the change associated with the project.
The SF approach can help the people to buy into the project vision, have a clear understanding of where
they are heading, and subsequently engage better with the changes involved with the project. The
outcome is that there is a better acceptance of change, which automatically leads to quicker, more visible
results.
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One of the key Components of solution focus is the notion of not obsessing about problems, but rather
focusing on what's possible. We are not problem phobic - we focus on the problem briefly in order to
define what needs to better. That said, we remind ourselves that some people do need to understand the
'problem' - engineers, scientists, mechanics, etc. They have a system for unpacking the problem and rearranging it in ways so that the building won't fall down.
It's when humans try to use this approach to the interactions between them that things get messy.
Analyzing the problem about the human interaction in any depth actually makes things worse because
things slow down and clear decisions about what to do become difficult.
I think the opportunity for SF in PM is to have PM's recognize when their problem analysis skills are useful
for the, if you like, mechanical aspects of the work they do. Then, when dealing with the human
interactions necessary to make the project happen, the PM has a tool to speed up the process / aid
change.
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5 Ways to Envision a Project positively…and reach solutions faster5
John Nicol is SF professional and a Certified Scrum Master. As a Solution Focus
(SF) professional, he has been successfully applying the approach in different
types of businesses. As a ‘ScrumMaster’, he has been practicing Agile project
management techniques in numerous organizational transformation programs.
Traditionally, project managers tend to be very risk-focused and focus heavily towards identifying risks
in a project, ranging from those that are most likely to cause system failures (integration, security, etc)
or have a huge cost impact (licensing, outsourcing, etc), to those that might push the schedule back in
failed scenarios (resource related risks). So eventually a lot of time gets spent in looking at ways of derisking situations and analyzing what could go wrong.


How can we shift the focus of a project manager from ‘Failure and Risk Management’ to
‘Envisioning projects with risks and failures removed’?
Suppose a team does that, what benefits would they notice? How will that help the team in
getting guided towards successful execution of the project?
John Nicol, whom I interviewed recently, helps answer these questions and explains how SF, due to its
collaborative and facilitative nature can be a very powerful tool to enable project discussions with
failures removed. He talks at length about his experiences with SF approach to transformation project
planning and assessment, and suggests the following 5 ways SF can complement project management.
1. Look at successful methods of doing things to enable progress: The greatest advantage of using
SF tools is that it is forward-looking – teams look for strengths and opportunities going forward,
they look for indicators of what’s working. For instance, in an effort to centralize software tools
within an organization, project managers can begin by answering following questions and use
that as a platform for getting to solutions in the future.



“Where have we centralized the tools already?”
“Which parts of the organization have succeeded in this effort?”
“Which integration steps are already in place?”
In a SF approach, project managers do not ignore that things could go wrong. They acknowledge
the risks and the failures, but turn the question on its head by asking


5
“What could we do instead?”
“What could we do that would make the situation better?”
http://frymonkeys.com/5-ways-to-envision-a-project-positively%E2%80%A6-and-reach-solutions-faster/
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2. Apply SF “future perfect” tool for better project planning: Using SF tools such as future perfect
and scaling before the development starts, imagine a project with risks and problems removed.
Answering questions such as the following will help teams to list out the activities that they
must get right.

“Suppose the project is X months ahead. The project is over; it is delivered on schedule, and
has met all the objectives. On looking back, what were the useful things we did to get
there?”
3. Leverage SF coaching to self-organize teams: Scrum projects (an Agile project management
methodology) are delivered by self-organizing teams and it puts a lot of emphasis on coaching
and learning from each other. The ScrumMaster is often challenged by the maturity of their
team to self-organize in order to address the risks and rearrange the work activities as needed.
What SF adds to the picture is that it enables the ScrumMaster to better coach their agile
project teams who, when faced with cost-driven and time-driven risks, can remain on a positive
note by asking questions such as the following



“Where do we already have examples of on-time delivery from past projects or project
phases?”, “What did we do then to keep the work on schedule?”
“Which free or low cost alternative solutions are available or in use in other parts of the
organization or project?”, “Are there existing contracts in place that are cost effective?”
“Suppose a cost-effective licensing solution was already available, what would it look like?”,
“What else would help?”
4. Acknowledge and reward your team to promote solution-talk: With more and more virtual
teams operating, project managers need to work harder at acknowledging their teams and
communicating the rewards and successes (an area where most managers suffer!). There are a
lot of people in businesses who don’t feel heard – many of them have very smart ideas but
haven’t really gotten the opportunity to bring them on the table. SF is a very powerful way to
give these people the acknowledgement that they are looking for by acting as a mirror to their
language and using their words while talking to them.
5. Maintain transparency in communication with the Business Partners to create visibility: In
Agile, the Customer or the Product Owner is part of the project team. They need to know that
the development team and the Agile project manager agree upon a common solution, and
maximize their investment by equipping them with the critical information they need to know.
In conclusion and to summarize John’s comments, I think Scrum is well-aligned with SF tools. Both
systems of thought and practice share a strong grounding in delivering quick results through selforganizing teams, having openness and transparency in communication with product owners and
customers, and encouraging coaching to empower the staff to think for themselves.
A definition of ScrumMaster that I came across supports the views mentioned here quite strongly.
11
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“A ScrumMaster is a servant leader helping the team be accountable to themselves for the
commitments they make”
Some of the significant characteristics one associates with a servant leader are trust, collaboration,
listening, empathy, and foresight. They do not manage the team, because the beauty of Scrum is that
teams are self-managing. Instead, the ScrumMasters coach their team to help them achieve outcomes
on their own.
What are your comments on the proposed SF approach to project management?
3 ways organizations can manage their marketing programs more
effectively6
Efficiently planning a complex multi-modal marketing plan, executing the plan on time and on budget,
measuring and evaluating the campaign’s effectiveness, and ultimately driving higher ROI on the
campaign budget can be quite an overwhelming task for most marketing departments.



How can we manage the marketing program in a way that helps us keep pace with today’s
consumers?
How can we achieve improvements in marketing campaign effectiveness and profitability?
What aspects of marketing program management would we like to see develop and improve in
the future?
To help answer these questions, I interviewed Douglas Long, a leader in marketing of technology
solutions to businesses. Douglas has over 15 years of experience in planning, building and executing
marketing strategies that significantly improve the sales performance of companies. He talks at length
about his views and experience in the areas of marketing program management and project
management.
The following are 3 suggested areas that organizations should focus on. Steps forward in these areas can
enable marketing teams to meet their strategic goals.
Effective marketing campaign planning and management
Running a marketing program is really about running a series of project management steps. It cannot be
over-emphasized that the success of the project depends primarily on the planning; executing the
marketing strategy is the easier part. Managers need to ensure that all elements of the program are
simultaneously well-managed for a successful campaign. They also need to focus on aligning the
6
http://frymonkeys.com/3-ways-organizations-can-manage-their-marketing-programs-more-effectively/
12
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upstream and downstream marketing activities strategically, with the business goals. Likewise, it is
crucial to include all teams during the planning phases. For example, they need to involve the sales team
in the planning, as they are close to clients and will be having valuable inputs.
Role of HR in helping the marketing teams achieve their strategic goals
As people become the competitive advantage for organizations, it is important that HR goes beyond its
administrative support function and play a more strategic role. The role of HR should evolve such that
they become involved with the functional managers and the business functions, and parallel the needs
of their changing organizations.
I agree with Douglas and would like to add that if needed, HR can help reshape the marketing efforts by
bringing change in the organization culture through education and training, people development, etc.
Improvement in the performance measurement tools and methodologies
Marketing managers need access to sophisticated performance measurement and performance review
tools and methodologies, to understand the effectiveness of the marketing campaigns. From a project
management perspective, this is one area that needs improvement for accurate analysis of the
effectiveness of marketing initiatives. As someone said, “You can’t manage what you can’t measure”.
To further elaborate Douglas’ comment, I think it is also crucial that the marketing metrics used should
be an indicator of the business performance and align with the business outcomes.
Here are some Solution Focused questions marketers might want to ask:

Suppose all elements of a marketing program are driven by planning, and aligned with the
business goals, what would organizations achieve as a result?

Suppose organizations are able to accurately measure the impact of their marketing initiatives,
how would that make the marketing programs more effective?
What are your views and comments?
If you are interested in reading more, please download the entire interview here.
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Summary and Key Takeaways from the PM Interviews
More than 15 project managers (PMs, PM consultants, senior managers, marketing managers, VP,
program directors) were interviewed at length to gain deeper understanding about the current scenario
of project management from various perspectives. The summary of all the interviews is documented
below. If are interested in reading further, I’d be happy to share the entire interviews with you.
Who is an ideal project manager?






Acts as a facilitator - risk mitigation, removing barriers to the efficient creation of value (servant
leadership model)
Should embrace change (they should want a lot of change so that the solution is as close as
possible to the one the customers thought they needed)
Somebody who has their foot in both worlds – understands the technical details, and also has
the business acumen, soft skills, interpersonal skills, problem solving skills, etc.
Engages all teams and stakeholders in the planning phase - structure the projects in a way that
pleases the maximum number of stakeholders (larger buy-in and support for the project overall)
More than the project management methodologies it is important that they understand the
business strategy and business case of the organizations and find the underlying business value
Should be transparent in project execution
What seems to be working well in Project Management? Which aspects of the role are the Project
Managers certainly getting right?



Sophisticated and well-defined project management tools and templates
PMs are effective at producing a plan and understanding the mechanics of producing a plan
Well laid-out and matured project management methodologies, that guide the PMs to
understand the things that they should be looking at
In which areas should the success of a project be measured (other than on time, on budget delivery)?





Two distinct components of project success – project management success and product success.
Project management success focuses upon the successful accomplishment of cost, time and
quality objectives, and also the manner in which the project management process was
conducted. Product success deals with the effects of the product’s final product. (David
Baccarini, December 1999, Project Management Journal)
Whether the right solution is delivered - the one that customer wanted
Whether the organization benefited from the project (business aspect)
Clearly define the project goals upfront to get an understanding of the areas the project success
be measured against. Define the performance metrics accordingly
From a marketing standpoint, the real measure is the brand perception
What kinds of projects benefit the most from the use of agile methods?

14
Agile is about being adaptive and iterative. Viable for high change highly complex projects
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


Works best when the requirements are unclear and you are not sure what the end solution will
look like
Used most in the delivery of IT projects
Agile doesn’t fit where we know exactly what we need. Also, agile is inefficient for a low change
project because it is costly and the constant iterations and frequent feedback gathering from
the customers might actually annoy them
For which areas do organizations seek advice from external strategic consultants?






Political disagreement and lack of trust between business sponsors and the delivery
organization. An outsider can bring in new ideas and help the companies to start on a
completely fresh approach
To get the individuals within the organization accept changes in policies, processes, etc
To introduce agile methodology
To seek help on the softer side, if there are people side challenges
If an expertise (mostly technical) does not exist internally within the organization
Sometimes organizations hire in a project auditor for troubled projects.
Which aspects of project management could be made better by using Solution Focus technique?





Ideal technique to train the practical usage of project lifecycle methodologies and apply them
to a better use - a SF workshop to influence the training methodologies, have discussions
around it, and find solutions to the real issue, thereby pulling the true benefits of the existing
methodologies
SF questioning techniques in the daily agile (Scrum) meetings to enable progress
Effective during project planning phase - By using SF, PMs can envision the end goals of the
project with more clarity
Project areas like quality control - for example, if there are quality issues, ask the team, “What
should the solutions look like?”, “What steps we need to take to find the solution?” etc.
Performance reviews
What are the challenges that project managers currently face or might face in the future?





15
Inability of the team to respond to changes - root cause of most troubled projects
The big one is communication – challenged further due to the geographical dispersion of teams
(global expansion, outsourcing, etc) resulting in limited opportunity for face-to-face
interpersonal communication within the team
Bureaucratic processes within organizations that make them less nimble over the years and
thereby making it difficult to respond to changes (Bureaucracy is loved by the middle
management!)
PMs most ill-prepared on the leadership front – soft skills, coaching, mentoring, understanding
people, communicating messages to stakeholders, etc.
People related – things like, how you approach and influence people you are working with to get
the work you want to be done, how you engage them to make them to contribute
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What are the aspects of project management that should develop and improve in the future?






Ability to respond to changes - ‘change control’ is a misnomer. One can better manage to adapt
to the changes that are going to happen anyway
Ability of PMs to have a more pragmatic view of project execution - too many PMs currently
focus on the official rules
The role of HR to evolve such that they become involved with the functional managers and the
business functions
Access to sophisticated project performance measurement review tools and methodologies, for
an accurate analysis of the effectiveness of the project initiatives
Ability of a PM to think more strategically - project management is currently only utilized as a
skill. (If you call yourself a PM, you will probably be utilized as a tool!)
Business readiness of the team, development of tools and approaches that help teams become
more prepared for the unknown - there is always that unknown about what you have developed
solves the end users problems
Suppose all elements of project management are driven by planning and agility, what would that look
like? What would be different?





Project management will become financially more efficient and teams will become more selfmanaged. Bigger projects today toss a lot of project management resources, and it results in a
situation where we have too many managers, not enough workers.
From end users and delivery of projects perspective, all solutions and processes implemented
will become more flexible and anticipate changes better (it is a given that the business model
will constantly change)
During the planning phase, PMs will take into consideration the business variables that can
change in the future.
PMs will be able to think more strategically, to be able to learn the people, the stakeholders,
their relationships
Teams will celebrate the small successes and project delivery milestones
Suggestions for managing virtual teams




16
Ensure that the technology infrastructure is in place and the technology is used better.
Discipline of running the conference calls is important (set an agenda, have a moderator,)
Establish the relationships with the team members.
Lay down the ground rules of how the project participants are going to communicate as a team,
and how information will be exchanged
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Additional Reading
I encourage you to read the links below to deepen your understanding on the topic.




A solution focus primer
Don’t analyze problem
One step at a time
Sprint Actions for change
How can you engage?
Attend
Workshop on
Sept 24 @ CSI,
Toronto
@SF_BIZ_1
Acknowledgements
This study was conducted as an independent research paper with inputs from several project managers
and Solution Focus professionals. Special thanks go to all the industry experts, my colleagues, Alan Kay
and everyone else who engaged in the workshops, interviews and online conversations. They have added
immense value to this study by providing their valuable feedback.
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About the author
Ujjwal Daga is a solution focused IT professional with extensive experience in driving
innovative technology solutions in the Data Storage and Telecommunications
industries. He has completed undergraduate degree in Computer Science
Engineering and has five years of experience in enterprise software development
and consulting from CA Technologies and Wipro Technologies. Ujjwal is adept at
using various industry products and technologies and delivering high quality customer solutions through
effective collaboration with diverse cross-functional teams. Presently a second year MBA student with IS
and Strategy concentration at the Schulich School of Business, he has a strong interest in building a
career in the Technology and Project Management consulting space. His sharp business acumen can help
organizations find solutions to complex problems and guide their strategy.
In his current role as a business consultant at The Glasgow Group, he is actively involved in developing
and presenting new consulting products and concepts in project management by conducting interviews,
workshops, and secondary research. He has also created and engaged a community of Solution Focus
professionals and PMs in different countries through business events, blog posts, whitepapers, and
focused LinkedIn discussions, co-creating what may become the future of project management! Please
visit his LinkedIn group, Solution Focus BIZ if you are interested to learn more on the topic.
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Sponsored by Alan Kay The Glasgow Group